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Staying in the Know

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更新時間：2021-09-20
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共同的威脅貫穿了許多公司近期的挫折和丑聞。在從BP的Deepwater Horizo??n溢油事故崩潰到倫敦金融城的Libor匯率固定丑聞等危機中，麻煩都隱隱在首席執(zhí)行官的雷達之下。到發(fā)現(xiàn)問題時，可以說大部分損壞已經(jīng)完成。盡管有跡象表明大公司的管理變得越來越復雜，但高管仍然有責任跟上組織的發(fā)展趨勢。但是，如何監(jiān)視競爭對手和員工的工作呢？您如何發(fā)現(xiàn)下一個大創(chuàng)意并做出最佳判斷？您如何區(qū)分可用信息和分散干擾的信息？以及您如何始終將重點放在關鍵問題上？許多管理專家認為，更好的信息系統(tǒng)和更多數(shù)據(jù)可以解決問題。一些人推動了更快，更強大的信息技術。其他人則相信更好的儀表板，大數(shù)據(jù)和社交網(wǎng)絡。但是，更好的技術或更多的工具真的是最有前途的前進方向嗎？我們認為不是。在本文中，我們堅持認為，高級管理人員保持適當和有效的知識以執(zhí)行其工作的能力是基于個人和組織能力，他們通過組裝和維護所謂的“個人”來不斷“保持了解”雖然信息技術可能是此個人知識基礎結構的一部分，但它們實際上只是其中的組成部分之一。閱讀全文

A COMMON THREAD runs through many recent corporate setbacks and scandals. In crises ranging from BP’s Deepwater Horizon oil spill debacle to the Libor rate-fixing scandal in the City of London, the troubles simmered below the CEO’s radar. By the time the problems were revealed, most of the damage had arguably already been done. Despite indications that large companies are becoming increasingly complicated to manage, executives are still responsible for staying abreast of what’s going in their organization. But how do you keep tabs on what your competitors and employees are doing? How do you spot the next big idea and make the best judgments? How do you distinguish usable information from distracting noise? And how do you maintain focus on what’s critical?Many management experts have assumed that better information systems and more data would solve the problem. Some have pushed for faster and more powerful information technologies. Others have put their faith in better dashboards, big data and social networking. But is better tech- nology or more tools really the most promising way forward? We think not. In this article, we maintain that the capacity of senior executives to remain appropriately and effectively knowledgeable in order to perform their jobs is based on a personal and organizational capability to continually “stay in the know” by assembling and maintaining what we call a “personal knowledge infrastructure.” And while information technologies may be part of this personal knowledge infrastructure, they are really just one of the components.Read Full Article

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